現今企業為維持在變動環境下的競爭力，大多鼓勵主管與部屬之間互相進行回饋徵詢 (feedback seeking)以交流工作議題。然而，過去研究較少探討主管向部屬進行負向回饋徵詢行為，故主管對部屬從事的負向回饋徵詢行為之前因、後果、影響機制與適用情境，皆仍待釐清。本研究此為出發點，並依據回饋徵詢的工具性與自尊維護觀點、以及期待動機理論，探討(一)主管的謙遜特質、目標導向是否透過主管知覺回饋效用，影響其負向回饋徵詢行為，以及知覺部屬專業能力的干擾效果；(二)若主管向部屬從事負向回饋徵詢時，是否會提升主管接納部屬回饋的程度、進而提升部屬知覺主管領導效能、以及向上建言的頻率；(三)若主管向部屬從事負向回饋徵詢時，是否會導致主管對部屬展現敵意，進而增加主管對部屬的不當督導行為、或是部屬對主管的無視行為。
本研究採取問卷調查法進行兩個研究，研究一對象為跨不同產業的253位主管及部屬，總計回收有效配對問卷共253份，並採用多層次路徑分析進行假設檢定。研究一結果顯示：(1) 主管謙遜特質與主管負向回饋徵詢行為有正向關係、但主管知覺回饋效用並不會中介此段關係；(2) 主管學習目標導向會透過增加知覺回饋效用而提升主管負向回饋徵詢行為、而主管績效目標導向則會透過降低知覺回饋效用而減少主管負向回饋徵詢行為；(3) 當部屬專業能力較高時，更強化主管知覺回饋效用與主管從事負向回饋徵詢行為正向關係。
在主管負向回饋徵詢行為的後果方面，研究二以兩個時間點的資料收集，一共收集413筆主管與部屬配對資料，以檢視主管的負向回饋徵詢是否導致主管的接受、或更容易讓主管對部屬展現敵意，進而造成主管與部屬不同的反應。多層次路徑分析結果顯示： (1) 主管負向回饋徵詢行為會透過增加主管接受回饋、進而提升部屬知覺主管領導效能、向上建言；(2) 當部屬專業能力較高時，更能強化主管從事負向回饋徵詢行為與主管接受回饋的正向關係；(3) 主管負向回饋徵詢行為會透過提升主管對部屬的敵意，進而增加後續主管從事不當督導行為、以及部屬無視主管行為的頻率；(4) 當部屬專業能力較低時，更強化主管從事負向回饋徵詢行為與主管對部屬敵意的正向關係。

To maintain competitiveness in a changing environment, companies encourage supervisors and subordinates to conduct feedback seeking to exchange work issues. However, previous studies have mostly focused on subordinates' feedback-seeking behavior, and only a few studies have explored the positive feedback-seeking behavior of "supervisors to subordinates": the antecedents, consequences, and boundary conditions of the negative feedback-seeking conducted by the supervisor on the subordinates still need to be clarified. This research takes this as a starting point, and based on instrumentation, self-esteem maintenance and expectation motivation theory, explore: (1) whether the leader’s humility and goal orientation can through the supervisor’s perceived feedback utility and affect their negative feedback-seeking behavior and the moderating roles subordinate expertise. (2) If the supervisor engages in negative feedback-seeking with subordinates, whether it will increase the degree of acceptance of subordinates' feedback by supervisors, thereby increasing the perceived leadership effectiveness of subordinates and the frequency of the upward voice. (3) If the supervisor engages in negative feedback-seeking with subordinates, will it cause the supervisor to experience higher negative emotions, which will increase the abusive supervision or the subordinates' ignorance of the supervisor.
We used the questionnaire survey method to conduct two studies. Study 1: we invited the employees and supervisor to fill in matching questionnaires and collect information, collecting a total of 253 valid questionnaires. We used multi-level path analysis to test the proposed hypotheses. The first study results show that (1) there is a positive relationship between the leader humility and negative feedback-seeking behavior. But the supervisor’s perceived feedback utility does not mediate this relationship. (2) Supervisor’s learning goal-oriented increased supervisor’s negative feedback-seeking via increased the perceived feedback utility; The supervisor’s performance goal orientation decreased the supervisor’s negative feedback-seeking behavior via decreased the perceived feedback utility. (3) Higher expertise strengthened the positive relationship between the supervisor's perceived feedback utility and the supervisor’s negative feedback-seeking.
In the second study, we invited the employees and supervisor to fill in matching questionnaires and collect information at different time points (two weeks apart), collecting a total of 413 valid questionnaires. To examine whether the supervisor’s negative feedback-seeking leads to the supervisor’s acceptance or makes it easier for the supervisor hostility to the subordinate, which in turn causes the supervisor and the subordinate to react differently. The multi-level path analysis results show that (1) Negative feedback-seeking behavior increased supervisor’s leadership effectiveness and employee voice via increased supervisor’s acceptance. (2) Higher expertise strengthened the positive relationship between negative feedback-seeking and supervisor’s acceptance. (3) Negative feedback-seeking behavior increased abusive supervision and subordinate’s ignore behavior via increased hostility to subordinate. (4) Lower expertise strengthened the positive relationship between negative feedback-seeking and hostility to subordinate.

論文審定書 i
誌謝 ii
摘要 iii
Abstract v
第一章 緒論 1
第二章 理論與假設 9
第一節 負向回饋徵詢行為：定義與相似概念之比較 9
第二節 主管負向回饋徵詢行為與相關研究發現 11
第三節 主管謙遜特質與主管負向回饋徵詢行為：主管知覺回饋效用的中介效果 13
第四節 目標導向與主管負向回饋徵詢行為：主管知覺回饋效用的中介效果 14
第五節 主管知覺回饋效用與主管負向回饋徵詢行為：知覺部屬專業能力的干擾效果 17
第六節 主管負向回饋徵詢行為對部屬知覺主管領導效能、部屬向上建言的影響：主管接受回饋的中介效果與知覺部屬專業能力的干擾效果 18
第七節 主管負向回饋徵詢行為對後續不當督導行為、部屬無視行為的影響：主管對部屬敵意的中介效果與知覺部屬專業能力的干擾效果 22
第三章 研究一之研究方法 27
第一節 研究流程與設計 27
第二節 研究工具 28
第三節 資料分析方法 29
第四章 研究一之研究結果 31
第一節 敘述統計及變數之相關係數分析 31
第二節 驗證性因素分析 31
第三節 假設檢定 32
第五章 研究一之結論與建議 35
第一節 研究一之理論意涵 35
第二節 研究一之管理意涵 37
第三節 研究一之限制與建議 38
第六章 研究二之研究方法 39
第一節 研究流程與設計 39
第二節 研究工具 40
第三節 資料分析方法 42
第七章 研究二之研究結果 43
第一節 敘述統計及變數之相關係數分析 43
第二節 驗證性因素分析 45
第三節 假設檢定 45
第八章 研究二之討論與建議 51
第一節 研究二之理論意涵 51
第二節 研究二之實務意涵 53
第三節 研究二之研究限制與建議 54
參考文獻 56
附錄 69

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